Alken, Flemish Region, Belgium
𝗜 𝗯𝘂𝗶𝗹𝗱 𝘄𝗵𝗮𝘁 𝗼𝘁𝗵𝗲𝗿𝘀 𝗼𝗻𝗹𝘆 𝗽𝗹𝗮𝗻: 𝗽𝗿𝗼𝗳𝗶𝘁𝗮𝗯𝗹𝗲 𝗶𝗻𝗱𝘂𝘀𝘁𝗿𝗶𝗮𝗹 𝗴𝗿𝗼𝘄𝘁𝗵 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗲𝘅𝗰𝗲𝗹𝗹𝗲𝗻𝗰𝗲, 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝘀𝗮𝗹𝗲𝘀 𝗮𝗻𝗱 𝗠&𝗔. I am an entrepreneurial CEO and transformation leader with over 15 years of C-level experience in scaling operations and driving value creation. My focus is on turning strategy into results by aligning operations, commercial performance, innovation and people. Throughout my career, I have led multi-site businesses, built stronger sales organizations, improved profitability and supported growth through both transformation and acquisitions. I am used to working across the full value chain, from factory operations and supply chain to customer relationships, market positioning and governance. KEY CAREER MILESTONES: ► Value Creation: Delivered 74% EBITDA growth and 39% revenue growth in two years through operational improvement, commercial focus and M&A ► Operational Scale: Led multi-site operations across up to 8 plants and 500 FTE, with P&L responsibility of up to €170M ► Commercial Leadership: Professionalized sales organizations through stronger KPI steering, margin management and multi-channel go-to-market strategies ► Industrial Foundation: Built on a strong operational foundation shaped by Lean, Six Sigma and automotive-level performance standards, applying this to building materials, cleantech and premium beverages ► M&A Integration: Proven track record in identifying, acquiring and successfully integrating companies to drive structural group profitability How I lead: My leadership style is hands-on, transparent and people-focused. I believe sustainable results come from clear direction, accountability and strong teams. Whether in a family-owned industrial company, a turnaround context or a scale-up environment, I work to create structure, sharpen execution and build momentum. I am particularly energized by environments where operational excellence, innovation and commercial growth need to come together. My experience includes digital enablement through ERP, Odoo and Power BI, as well as sustainability-related topics such as circularity and LCA. Core Expertise: Strategic Leadership & Governance | M&A & Post-Merger Integration | Multi-site Operational Excellence | P&L & EBITDA Growth | Commercial Strategy & Sales Professionalization | Industrial Innovation & Product Development. Let’s connect if you are looking for a CEO or COO who delivers clarity to complexity and transforms potential into performance.
Entrepreneur and owner of Profumo Belgium, a vehicle for executive assignments, transformation projects and value creation initiatives across family-owned businesses, SMEs and scale-ups. Focused on strategic leadership, operational improvement, commercial acceleration and scaling organizations in transition contexts.
ad Bibendum – Leading importer and distributor of premium wines in the Benelux (€20M+ revenue, 35 FTE ) Assignment: Responsible for the strategic and operational leadership of a premium wine importer, focusing on commercial professionalization, digital transformation, and operational scalability. Key Initiatives & Impact: ➤Commercial Professionalization: Structuring the sales organization (15 FTE) by implementing a rigorous management rhythm, KPI frameworks, and Power BI dashboards to drive real-time steering on margins and volume. ➤Go-to-Market Strategy: Redefining the multi-channel sales strategy and developing tailored marketing and sales plans for each segment (On-trade, Off-trade, and Private Clients) based on a recalibrated corporate mission and vision. ➤ Digital Transformation: Spearheading the digital roadmap initiated from a strategic customer segmentation exercise; translating insights into CRM architecture and a business case for a high-performance B2B e-commerce platform. ➤ Change Management: Leading the transition from a traditional family-run business culture to a data-driven, professionalized organization, aligning all departments with the new strategic growth objectives.
EVchargeking is a cleantech scale-up focused on the development, production, and commercialization of innovative EV charging solutions. Assignment: Orchestrated the transition from an early-stage startup to a structured B2B player. Held full responsibility for redefining the sales and marketing strategy, professionalizing operations, accelerating product development, and securing the strategic foundation for international scaling and fundraising. Key Initiatives & Impact: ➤Commercial Strategy & Growth: Pivoted from a niche B2C focus to a high-value B2B model, signing the first major industrial contracts (including a €1.2M initial deal) and expanding the sales funnel across the EU. ➤ Systems & Professionalization: Implemented a scalable ERP/Odoo environment, reducing lead times and ensuring the organization could handle a significant volume increase. ➤ Operational Scaling & Sourcing: Orchestrated a two-stage manufacturing strategy, starting with initial production in Belgium for rapid R&D iteration, followed by strategic sourcing in China for series production, effectively balancing quality control with cost-efficiency for international scaling. ➤ Product Compliance & Innovation: Directed the engineering phase to achieve full EMC-certification and CE-compliance for the charging portfolio, removing the final barrier for international B2B market entry. ➤ Strategic Investment Readiness: Developed a comprehensive business plan, financial model, and investor deck to position the company for venture capital. Professionalized all reporting and KPIs, ensuring the organization reached the maturity level required for institutional due diligence.
Via Ambits zet ik mijn ervaring in als externe mentor voor leiders en professionals die willen groeien in hun rol. Ik bied praktisch en toepasbaar advies, gebaseerd op reële ervaring, en werk met concrete doelen, duidelijke acties en een gestructureerde opvolging. Zo worden inzichten ook echt omgezet in sterker gedrag, scherpere keuzes en zichtbare resultaten.
Co-founded this deep-tech spin-off (imec, TNO, UHasselt) to revolutionize the solar industry with flexible PV technology. Responsible for defining the commercial and operational roadmap of the start-up. Key Initiatives & Impact: ➤ Product-Market Fit: Validated the business model and product-market fit through intensive market engagement and detailed cost-of-ownership analysis. ➤ Commercial Strategy: Pivoted the commercial strategy by leveraging data-driven business development to identify and prioritize high-potential niche markets. ➤Operational Roadmap: Established the initial operational framework and product roadmap, resulting in the development of MVP prototypes and successful pilot projects in the logistics and construction sectors. ➤ Investment Readiness: Developed high-impact investor presentations and supported capital raising efforts to secure early-stage funding.
Took leadership of a stagnating organization and repositioned it into a data-driven, customer-centric company focused on innovation and performance. Orchestrated a full strategic transformation and embedded a high-performance culture across all organizational layers. Key Initiatives & Impact: ➤ Financial Performance: Delivered 39% revenue growth (€49M → €68M) and a 74% EBITDA increase within two years through operational transformation and disciplined KPI management. ➤ M&A & Integration: Successfully led the acquisition and full integration of Eurodal (€10M revenue), expanding the company’s market footprint. ➤ Operational Excellence: Optimized operational KPI standards, resulting in a 10% productivity increase. ➤ Innovation & Growth: Developed and launched a new façade product line with over €10M market potential. ➤ Sustainability: Implemented a state-of-the-art sustainability strategy based on LCA and circular economy principles. ➤ Industry Recognition: Awarded "Best Supplier" for four consecutive years by the professional federation of building material dealers
Directed operations, quality, HSE, and R&D management within eight global plants, covering 500 FTE, 11 direct reports, CAPEX €30M per year. I created and incorporated vision and strategy across the whole company that commended by Deloitte & EY with rewards. I spearheaded implementation of five new plants within Vandersanden operations, while acting as a core member of managing board. I evaluated market demands to gain best output through transformation of business development functions in a managed stage gate process. I re-structured R&D sales process to improve priorities and time-to-market. Successfully developed new markets to expand product sales. • Optimised operational KPI standards, covering maximisation of 18% productivity per hour and 10% in Quality First time right as well as 59% reduction in customer complaints. • Achieved Limburg enterprise of the year, export, innovation, and ambassador excellent family business awards as well as Best Managed company award consecutively. • Attained turnover growth from €100M to €170M with over 20% EBITDA in first year and above of 24% in the next years by acquiring and merging four plants and two sales offices of ceramic business. • Increased business growth by implementing and managing leadership trainings, cost systems, performance measurements, cross-departmental collaboration, and action matrices. • Enhanced safety standards by 14% via development and incorporation of health and safety strategy and policy in organisation. • Established and introduced core values framework to support decisions of Vandersanden.
Streamlined complex operations within four plants at international level. I strengthened internal/external collaboration of production department through establishment of communication structure. I drove and utilised financial transparency via creation of cost calculation system. I built a mature team of four plant managers, Q manager, HSE manager and R&D manager. I enabled monitoring of daily operations output and efficiencies via deployment of complex IT system. I identified root cause of downtime as per manufacturing line via pareto and learned the teams to use the data. • Re-structured two Dutch plants, including two new managers, team leaders, and shift regime. • Built optimisation in KPIs consisting of 20% reduction in scrap as well as 15% increase in efficiency and standard production output per hour by 30%. • Developed, motivated, and evaluated members new teams across various plants by setting-up performance assessment systems, which resulted in driving lucrative results. • Set-up vision and strategy within department and managing board at very first time which maximised 18% productivity per hour and 10% in Quality First time right as well as 59% reduced customer complaints. • Improved business functions and team collaboration by setting-up internal communication channels.
Managed all aspects of functions within a production plant of Lanklaar, including 75 FTE, four direct reports, and 24/7 hrs. I oversaw on-time and -budget production of 100M bricks as per year. I organised structured meetings, whilst gathering facts and figures to develop action plans. I utilised management and leadership skills while arranging and managing training programmes to improve efficiency level. • Expedited standard production output per hour by 15% by presenting lean manufacturing and implementing plant performance monitoring system. • Addressed and resolved sensitive conflict between two key managers through motivational practices. • Re-assembled staff by switching from team leaders to technician positions.